Reinventing the way human organizations work
•
4 j'aime•148 vues
"Many founders of organizations, leaders, employees, coaches, and advisors sense that something is broken in the way we run organizations today and feel that something entirely different is called for…… but wonder what that might be." The presentation showcases a new set of management principles and practices, that has inspired thousands of organizations throughout the world to take a radical leap, and become places of passion and purpose, capable of providing an environment wherein people feel free to fully express themselves, bringing unprecedented levels of energy, passion, and creativity to work. Based on the work of Frederic Laloux, Ricardo Semler, Michael Pirson, Isaac Getz, Don Beck, Bruce Schneider, the presentaiton aims to invent a more powerful, more soulful, more meaningful way to work together, if only we change our belief system.
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Reinventing the way human organizations work
Similaire à Reinventing the way human organizations work (20)
Plus de Emanuele Musa
Plus de Emanuele Musa (20)
Dernier
Dernier (20)
Reinventing the way human organizations work
- 2. Small Large In what kind of organization you work?
- 3. Yes No Are you excited by your work?
- 4. Yes No Do you have the freedom you wish at work?
- 5. Yes No Are you tapping into your talent everyday?
- 6. Yes No Do you think that a new paradigm is underway?
- 8. Something is broken in the existing organization management method
- 9. Happy & Engaged Employees
- 10. A new paradigm is emerging
- 11. • There is no structure; • No management; • No leadership; • Everyone is equal; • It's about empowerment; • It's still experimental. Misperceptions
- 12. Richard Teerlink Employees receive part of the company profit Co-create vision of the company with employees through Unions Eliminated fixed teams and created natural working circles
- 13. Bill Gore Make money and have fun! Employees are defined as “Associates” with shared profit 6 months integration period to find the Sweet Point Associates are assigned a mentor to help them with personal development Make natural leaders emerge
- 15. The big developmental stages of mankind TRIBAL AGE 10,000 years ago AGRARIAN AGE 4,000 years ago SCIENTIFIC AGE 400 years ago INFORMATION AGE 20 years ago ? Today
- 17. How many Brains do we have? Distributed intelligence
- 18. How have human organizations evolved throughout these developmental stages?
- 19. Information age Scientific / Industrial age Agrarian age Tribal age
- 20. • Thrives in chaotic environments • Constant exercise of power by chief to keep troops in line • Breakthroughs: division of labor, command authority • Fear is the glue • Highly reactive, short-term focus RED
- 21. • Strong sense of self • Individual rights based on strength
- 22. • Inability to organize beyond 3-4 degrees of power; • High rates of murder; • Thrives on instability; Militias in South-Sudan
- 23. AMBER • Formal roles in hierarchical pyramid • Top-down command and control • Stability valued above all • Replicable process (bureaucracy)
- 24. • Self-discipline and authority, • Safety, Long-term perspectives • Capacity to create world-wide organizations Tywin Lannister
- 25. • Inflexible • Ethnocentric • Fears Innovation Catholic Church, Army, Government agencies, Public schools
- 26. ORANGE • Beat the competition • Achieve profit and growth • Innovation is key to stay on top • Management by objectives (command & control on what; freedom on the how) • Accountability • Meritocracy
- 27. • Unprecedented abundance, • Scientific curiosity & innovation, • The optimism to risk
- 28. • Materialistic, • Indifferent to nature, • Social inequality, • Loss of community, • Unhappiness at the bottom of the pyramid Multinational companies
- 29. “Number one, cash is king... number two, communicate... number three, buy or bury the competition.” Jack Welch
- 30. Coming to the company to earn a living… it is not for shining & passion
- 31. Feeling of being powerless… … also at the higher level!
- 32. Significance Are you contributing to a better future?
- 33. GREEN • Still a pyramid structure • Focus on culture and empowerment to achieve extraordinary motivation • Values driven culture • Stakeholder model • World-centric and socially responsible “Corporate culture outperforms strategy” Peter Drucker
- 34. • Happy inclusion, • Inspired work, • Empowerment, • Humble leadership, • Benefits the world;
- 35. • Consensus traps, • Closed World-view, • Non-rational is better • Fear of power, • Ineffective Ben & Jerry's, DaVita, Southwest Airlines
- 36. • Organizations as living systems • Trust vs. control • Roles, not job titles • Egos claimed and tamed • Compassion for all worldviews TEAL Living Organism
- 37. People are accountable and responsible People are creative, thoughtful, trustworthy adults People are fallible and make mistakes Basic Assumptions
- 40. HIGH COMPLEXITY “Because hierarchy is always a pyramid structure, it pushes all complexities to the top”
- 41. Since the 18° century • 80s: Organized in 1 organizations (ORANGE!) • Specialize nurses, call center, organize productivity & schedule (timing & journey) local/region/nation managers… • John De Block • From 10 to 9k ppl in 10 years • 90% Market Share • Self-organization & self-management! 12 Per team 25 Head Quarter If you have many people: you certainly require a structure but the boss is not necessary Case Study: Home Nursing Care
- 42. Autonomous teams No bosses or organization chart No job descriptions or job titles Distributed decision-making Open Information flow Conflict resolution In practice…
- 43. Hierarchical decision making Consensus • Endless discussion • Dilutes responsibility PEER ADVICE PROCESS Anyone in the organization can make any decision…but you need to get Expert Advice Decision Making
- 44. • Write a letter to give you a % increase • Every factory chooses a committee in the election • The committee arranges all the letters • The committee advises only but you take full responsibility • All information is open to the public Advice Process on Salary
- 46. • Rational • Resolute • Decisive • Determined • Clear attitude • Emotional • Spiritual • Intuituve
- 48. Living vs. Making a living “People need more than a pay-check in their lives to gratify them.” Ricardo Semler Tap into your reservoir of Talent Excitement
- 49. Follow-up on people “If people aren’t motivated, they don’t need to sign-up for a motivational training. They need a different job!” Ricardo Semler • No Formal Job Description • Free Job Rotation
- 50. Self-management Safe and supportive environment Explicit ground rules Reflective spaces Ego-free Meetings Physical Spaces In practice…
- 51. Time Money Energy Young Adult Old The True Story of Life
- 52. People have learned to answer an email on Sunday evenings, but they don’t know how to go to see a movie on Monday afternoon...Locked in routines.
- 53. Retire a Little Up’n Down Pay Work-n Stop Plan “We adapt to our employees’ needs so they can pursue their self- interest and fulfill the company’s agenda at the same time. While they’re busy satisfying themselves, they’ll satisfy the company’s objectives, too. They succeed, we succeed.”” Ricardo Semler, The Seven-Day Weekend
- 55. Ego-free meeting Every time I feel conflict, the person in charge will undertake a very simple job of ringing the bell
- 56. Work Environment
- 62. Profit is like the air we breathe. We need air to live, but we don’t live to breathe. 2X Buurtzorg’s patients get released from care twice as fast as competitors. 50% of the prescribed hours of care
- 63. The role as a leader in this case it is not to instruct dictatorship "to proceed in this direction“. Rather, where the organization wants to head… It is to listen. In other words, leadership
- 65. Employees led innovation Employee Intrapreneur
- 66. Paul Buchheit
- 67. Myriam Sidibe Global social mission director of Lifebuoy soap Tamara diCaprio Reporting to make everyBU fiscally accountable for its energy consumption
- 68. Simon Berry
- 69. How to get there?
- 70. Transparency of salaries No commission for sales people (= collaboration!) No HR, recruitment in functional teams Focus on the Values of the company (not on budget)
- 71. Start Small
- 74. The top management is key
- 75. Level 1 Engage Options Activator Create Being Visionary Innovate Inclusion Charismatic Nurture Others Servant Compensate Balance Transactional Confront Blame Controller Level 2 Level 3 Level 6Level 5Level 4 Level 7 Avoid Self Abdicator ACTION FOCUS LEADERSHIP STYLE AnabolicCatabolic ENERGY LEVEL GrowthFixed MINDSET The right level of consciousness